ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book identifies how stakeholders, particularly employees, can be engaged in change in order to realize effective transformations in organizations and sustain people benefits. It examines the role of engagement with organizational change – referred to as OC engagement which comprises two concepts: organizational change (OC) and engagement. The book draws from three distinct perspectives: academic studies; research by consultancies; and practitioner insights and stories. It explores the meaning of each of these concepts with reference to various definitions and with a distinction made between academic and management perspectives. The book reviews theories relevant to OC engagement which include the nature of change, how change emerges, patterns of change and its magnitude, focus and level. It presents a coherent and practical view of how organizations might engender engagement with organizational change within people operational, tactical and strategic practices.
